Tech trends and business ideas

All things that motivate entrepreneurs

Monday, May 07, 2012

...It's not about the CEO lying as much it is off process gaffe

Ok. So, Scott Thomson, CEO, Yahoo is not a Computer Science graduate. His resume is fake. My question - What about internal controls and HR processes..? It's hard to believe that there is no such thing called credential verification in such a large corporation as Yahoo.. If HR has such major lapses while hiring its top gun, we can imagine how much sloth must have crept into other functions like Purchase, Accounting, Sales and Administration - something that explains why Yahoo is not able to shake off its `troubled' adjective even after close to a decade...

Thompson was hired from PayPal in January, four months after previous
CEO Carol Bartz was acrimoniously ousted, and Yahoo — so far, at least —
has maintained that computer science degree or not, Thompson is
qualified for the job. He very well may be, but the perception of
impropriety may be too much for Yahoo to bear.

Big Data - CRM by another name...?

The IT revolution has gathered steam with predictive data analytics (of known customer data) catalyzing enterprise fortune. In came CRM with a lot of noise and indeed it was noise and not much. People got frustrated as most marketing campaigns based on abstract data analytics misguided product launches and promotions religiously backfired, delivering lemons on their balance sheets. Company management lost interest besides money and CRM had its obituary written, for no fault of its own because it was the excessive expectation to blame. Not the concept itself because customer data is always valuable.

This is exactly what is being nicely clarified by Peter Fader, Professor at Wharton Business School while he says "There is a "data fetish" with every new trackable technology, from
e-mail and Web browsing in the '90s all the way through mobile
communications and geolocation services today. Too many people think
that mobile is a "whole new world," offering stunning insights into
behaviors that were inconceivable before. But many of the basic patterns
are surprisingly consistent across these platforms. That doesn't make
them uninteresting or unimportant. But the basic methods we can use in
the mobile world to understand and forecast these behaviors (and thus
the key data needed to accomplish these tasks) are not nearly as radical
as many people suspect."